The Great Detachment: Why Workers Are Disengaging From Their Jobs

There is a new workplace phenomenon known as “The Great Detachment” that is affecting today’s workforce. Younger employees are experiencing increased job dissatisfaction, disengagement, and burnout, and many feel stuck in roles that do not inspire them. Despite their desire to leave, they often feel trapped due to intense competition in the job market. This rising trend is reshaping how we understand workplace engagement and the mental health of employees, particularly among Gen Z and Millennials.

What Is The Great Detachment?

The Great Detachment refers to the increasing number of younger workers who are mentally and emotionally disengaging from their jobs. Unlike the Great Resignation, where employees actively quit in search of better opportunities, those experiencing detachment feel disconnected yet constrained from leaving due to financial pressures, a competitive job market, or a lack of desirable alternatives.

Detachment is a coping mechanism that helps individuals manage stress or discomfort when they cannot change or escape a difficult situation. It involves mentally distancing oneself from emotional triggers or stressors. It can offer temporary relief.

Several factors contribute to this detachment:

1) Burnout and Overwork. Many employees are experiencing increased workloads and unrealistic expectations due to layoffs and company restructuring, so they feel exhausted and emotionally drained, and fearful to say NO.

2) Lack of Meaningful Work: Some workers may feel the urge to do something more meaningful and connected with their values, but they are often met with repetitive tasks or find that their contributions don’t matter.

3) Economic Constraints: While many would prefer to switch roles or pursue further education, they are limited by student debt, high cost of living, or fear of unemployment.

What’s the impact of employee disengagement on the job?

This growing disengagement has serious consequences, both for companies and employees.

In an interview with Dr. John Scott, Head of Learning and Design of MasterClass at Work, he shared that “For the average full-time worker, roughly a third of their weekly waking hours are spent at work. When employees feel disengaged from work, a significant part of their lives is unfulfilling and lacking meaning. Work plays a critical role in the overall well-being of people, from the relationships people form with others to their overall sense of purpose. Feeling disengaged from work, therefore has ripple effects across society overall, where people generally feel more unhappy and more isolated in their lives. When people are unhappy, when they feel unfulfilled and unmotivated, ultimately their performance at work is going to suffer, which will also inevitably impact the bottom line of the business.”

Detachment affects productivity, innovation, and overall job satisfaction. Companies with high levels of disengaged employees often suffer from low morale, higher turnover rates, and decreased output. For younger workers, the longer they stay detached, the more likely they are to experience burnout, anxiety and imposter syndrome.

What can individuals, leaders, and companies do about the disengagement trend?

Scott emphasizes the importance of remote workers engaging in authentic and meaningful conversations with someone they trust and respect. “An employee may find such a connection through an ERG, cross-functional collaboration, or other informal socializing opportunities”.

As a coach I have seen how just talking about how they feel with someone like a coach or a peer, help them cope better. It’s important for people to think about what they truly want and take small steps to get there in order to increase their motivation. It’s not about resigning or looking for new jobs, but rather about considering the type of role they would like to have, the skills they want to develop, or the hobbies to which they want to dedicate more time. It is important for them to get help to focus on what can be controlled instead of being consumed by negative emotions.

Scott highlights that for leaders, “it’s crucial to establish clear expectations and goals with an employee, provide the necessary support structures, and then grant them the autonomy to execute”. Instead of reacting to disengagement with micromanagement, it’s better to put people in a position where they can maximize their unique talents, which is a more effective way to engage them at work.

For organizations, learning and development opportunities are a great way to increase employee engagement. When employees feel like they are learning and developing critical skills, they will feel more confident and feel like they connect more with the company’s values. Companies can also offer more support in mental health issues, like coaching opportunities at all levels, not only for executives. Another important ask is flexible work models.

The Future of Work Depends on Engagement

The Great Detachment poses significant challenges for both employees and employers. For companies to thrive, they must address the root causes of disengagement, fostering environments that support mental health, meaningful work, and flexibility. Younger workers need to feel empowered, supported, and aligned with their roles to remain engaged. As the workforce continues to evolve, the companies that successfully navigate this trend will not only retain top talent but also create a thriving, purpose-driven workforce.